The Mechanism Of Authentic Leadership On New Generation Workers’ Job Performance

On the one hand, the human resource management of Chinese enterprises are becomingmature, but the situation of human resource management is not optimistic; Moreover, theexcellent strategic human resources in Chinese enterprises has not been given sufficientattention; Line managers (especially the primary supervisor) as an agent of the organization,are playing their function of bridge between the organization and employees, who are also animportant strategic human resources. But they have not gotten as much attention as it should.On the other hand, in the uncertain environment, whatever kind of leadership types they take,the leaders abilities of driving employees to adapt to environmental requirements andpromoting the development of enterprises, are in direct relation to the pros and cons of theorganization. Therefore, researches in what roles the line managers play and how they workare significant practice issue. Based on organizational support theory, social identity theoryand symbolic interaction theory, a model among Authentic leadership, Leader-Memberexchange, Work of Value and Job Performance were constructed in the study to exploreChinese’ enterprises’ authentic leadership, and the mechanism between authentic leadershipand employees’ work outcomes, so as to provide some suggestions for Chinese humanresource management.Above all, the266samples matched by subordinate and supervisor are selected.Structural modeling equation (SPSS, AMOS) was used to fit the data, and the analysisindicates:(1)Authentic leadership influences employees’ job performance positively;(2)Authentic leadership influences Leader-Member exchange positively;(3)Leader-Memberexchange influences employees’ job performance;(4) Leader-Member exchange is a partiallymediator between Authentic leadership and job performance;(5)Work values act as aregulatory role between authentic leadership and leader-member exchange.The samples were separated into two groups by age, which were the new generationworkers and non-new generation workers, and the analysis indicated:(1) The capacity andvalues of growth in the new generation workers act as a regulatory role between authenticleadership and leader-member exchange;(2)The comfort and value of security in non-new generation workers act as a regulatory role between authentic leadership and leader-memberexchange. In the discussion of the hypothesis test, this study put forward the explanations forthe results of hypothesis testing and discussion by combining theory and practice. Based onthe results of the above mentioned analysis, implications and management strategies wereprovided for Chinese enterprises’ human resource management. In the end, a summary to thefull text was made.